制造企业服务化:服务提供真的能够改善企业绩效?

Servitization of Manufacturing Companies: Does the Service Delivery Really Improve Performance of the Manufacturing Company?

制造企业服务化转型已受到学术界和企业界广泛的关注。然而,制造企业服务提供作为企业绩效改良的手段是否不管在何种条件下都可取或者是否都能为企业绩效提升做出贡献?该问题一直是研究界和实践界争论的主题。为了解决此问题,本文通过使用制造企业各阶层管理人员提供的一手数据,发展并检验了一个理论模型。结果表明:制造企业服务提供对企业绩效的影响是有条件的。即战略一致性将中介制造业企业服务提供对企业绩效的影响,并且这种影响取决于顾客需求复杂性的调节。该发现为过往含混不清的研究结果提供了解释,对管理实践具有重要指导意义。

Manufacturing enterprise services transformation has received wide attention from academia and the business community. Research suggests that manufacturing enterprises with service-oriented strategic transformation becomes an important way to get rid of product margins become increasingly compression, and to improve the ability to respond to the heavily competition from low cost economies, as well as to reconstruct the competitive advantages for the products or industry which are in the mature stage. Therefore, manufacturing enterprises should change its busi- ness perspective or the current focus on value chains into the service industry with high income, that＇ s to say, by the way of moving downstream of the value chains, integration solutions, and combination of innovative products with services, to provide customers with high value of integrated solutions, so as to improve the enterprises performance and competitive strength. However, some reference statistics found that the performance influence from the implemen- tation of manufacturing service-oriented strategy is still in a state of instability, even more, it tends to be lower than expected. Such as according to the investigation and study,which provided by Baveja company, shows that only 21% manufacturing enterprises successes in the implementation of service-oriented strategic transformation. Some empirical evidence brings out the highlights of the paradox of service once again, the manuiacturing iirms that implemented the service-oriented strategic transformation are not always able to make them to get the same feedback as expected from the investment in the service transforming, and the improvement degree of the enterprises＇ performance seems to be hardly to break through the bottom line that the managers preset. Since the same phenomenon of paradox in service happened again and again, some researchers believe that one possible explanation that only in a particular situation can getting the successful service performance from the manufacturing entemrises. Even some researchers claim that,＂manufacturing on the transition to the service＂, in itselt, is a big trap, rather than an ellect^ve strategic means to get out of the poor performance. It＇ s deserved worthy noted that, the past empirical data rarely contains the probabil- ity hypothesis of evidences that either for or against that. In recent years, although the academic and business has went further way on the research of phenomenon of paradox in service, mostly for giving more concerns about the challenge and restraining factor in the transition of the manufacturing to the service, shortage is still in the research of internal relationship in mechanism between the service offered by the manufacturing enterprises and enterprises per- formance. Such as the service offered by the manufacturing enterprises how to affects the enterprises performance？ But the past related research findings failed to reach a clear achievement for its internal relationship, nor failed to make a satisfied explanation for the phenomenon of service paradox. Thus, the phenomenon of service paradox brings out se-ries problems as followed below： As a means of improvement on business performance in service otfered by manutac- turing enterprises, no matter in what situations, is it worth for a change or reform？ Therefore, to verify our initial as- sumption, this study start with analyzing in 240 samples of production-oriented firms from the Guangdong, Zhejiang and Jiangsu province at random to check out our previous idea. In order to get more sample data, the information of this research mainly comes from these following information sources and ways： 1, face by face from enterprises; 2, zetting the feedback of the auestionnaires bv mail. 3. from campus bv distribute. 4.Q-＆-A bv interview, we collect-ed 240 questionnaires feedback by anonymous at last, including 150 valid questionnaires, with the valid rate counts for 62. 5%. On this basis, we develop a consistent corporate strategy as an intermediary with the theoretical mode. In order to verify the hypothesis put forward in this study, we used regression models to test the proposed hypothesis. The results showed that： firstly, the manufacturing service provider is not necessarily a direct stimulation factor to the enterprises performance, which would be subject to the implementation of strategic management, that＇ s the interme- diary effect of strategic coherence that mentioned above. Secondly, this study also found that the drivers tend to focus on the implementation of strategic management in manufacturing services enterprise, that is to say, the strategic co- herence of the important factors mainly due to the high complexity of customer needs and execution risks in strategic task as well as the uncertainties caused by a variety of factors. In other words, focus these primary factors that playthe important role in the choice of the internal strategic coherence within the organlzanon in me service oeuvery process, there are： the complexity of Customers demand, execution risks in strategic task and uncertainties in the drive manufacturing companies. One of the most important finding is that： in the case of that the company chose a strateuic behavior （manufacturing service provider） will lead them to choose another （strategic alignment）, the initialstrategic business behavior choices won＇ t be the direct cause of the result as the enterprises pre-set, instead of that it is really because the strategic behavior triggered another choice due to this strategic behavior. Conversely, this phe- nomenon could turn the result of the causal judgments in the enterprise strategic behavior choices delusions or devia-tion. That is due to simply mistaken thought the initially selected strategy （antecedent） is the leading direct cause of the default results. The analyzation in this study just proves this logical relationship. With the goal of getting the bet- ter performance of the manufacturing sector, rather than the service providers from the manufacturing sector as a di-rect stimulating factor for it, the major factors in fact would be the services strategy choices in the manufacturing sec- tor （ the inherent and uncertain risks in the strategic behavior execution）, as well as the complexity of strategic behav- ior environment. The findings will play an important guiding role in the causal inference deduction between enterprise performance management and strategic management.